The case for diversity inclusion and equality in the workplace has never been stronger. In the rapidly developing world, our workplaces are transforming dramatically from how and where we work and who we work with. Globalization has brought a strong case for both gender diversity and ethnic and cultural diversity in corporate leadership—at all levels of business.
Bias manifests itself in the workplace, a phenomenon that mostly affects women and minorities in the U.S., but also men in other cultures across the globe—ranging from feelings of needing to prove oneself to get the same level of respect as other colleagues to feeling that they could not assert themselves in the same manner due to their race, age, sexuality, or gender.
Other instances of bias include being assigned “housework” or administrative tasks and not having access to more sought-after assignments or positions. What may have been overlooked as an HR issue in the past, must now be seen as a systemic economic block to innovation, profitability, and sustainability.
What is Implicit Bias?
Implicit biases push high-performing employees out of workspaces and leadership positions, resulting in less diversity, which ultimately impacts the bottom line. According to researchers from the Center for Talent Innovation, teams that have higher levels of diversity in gender, ethnicity, culture or sexual orientation are 158% more likely to innovate effectively for the end user. In a transforming market, having a competitive edge is the key to long term growth.
Many leadership teams often feel hesitancy or even discomfort when discussing issues surrounding race, gender, ethnicity, disabilities, or sexual orientation. Often this is due to a lack of proper skills needed to communicate information in a multicultural environment.
Leadership education on implicit bias, how it manifests, and how to eliminate it, is essential to the development of all industries. Generational expectations of corporate responsibility are changing rapidly, and research shows that companies failing to start initiatives regarding diversity see less innovation and sustainable growth.
Including Diversity in Our Conversations
When initiating conversations about diversity and inclusion, give time for reflection and digest new ideas that have been introduced. Understanding new social concepts can take time, and developing a “speak up environment” can help leaders and employees conceptualize and actualize what is being discussed.
The following are topics of discussion people can relate to:
- What is a good balance to life and work?
- Where could we develop a more innovative force?
- What new audience could we be reaching?
One-time diversity training is effective in beginning the necessary conversations at work and introducing new language and concepts, but it is not sufficient in itself. Systemic bias at every level of the organization must be analyzed in order to be fully addressed and eliminated.
Eliminating Bias
“Bias can be effectively addressed by taking time to develop diversity training and providing broader perspectives, increased productivity, decreased turnover, and increased financial performance,” says Nicole Parsons Newfoundland, human resources professional and partner of MP Ventures & Trusts. “The time invested in diversity conversation with leadership and employees will return in the form of sustained growth and innovation.”
When organizations focus on the demographics of their business, it gives valuable insight to possible points of bias but also the beginnings of developing a competitive advantage. Organizations that develop a diverse workforce by having representatives from each target customer base have the ability to more genuinely and directly make connections with more consumers.
Additionally, having a workforce that is “matching the market” is often a potent source of innovation. Research shows that when leadership lacks the tools or language needed to address, overturn, and eliminate bias, the company fails to develop a speak up culture.
This directly correlates with fewer ideas actually reaching the market space. Ideas from women, people of color or other minorities are less likely to win the endorsement they need because up to 56% of leaders do not value or personally see a need for diversity improvements.
Diversity Leads to Innovation
According to the Center for Talent and Innovation, companies that are able to harness diversity within their workforce are measurably more innovative than the corporate counterparts that do not prioritize diversity.
Companies that have a diverse workforce and leadership are much more likely to make innovative choices and challenge the status quo. They are also 75% more likely to see their ideas move from idea pipeline to marketplace.
Diversity within an organization pays in dividends. Companies taking the time to focus on diversity are 70% more likely to report that their firm has improved market shares or captured a new market entirely. This analysis shows that companies with a multicultural workforce have a stronger capacity for sustained innovation that brings high returns.
The secret to sustainable innovation is not just the genius, or brilliance of one. Instead, true innovation comes from each voice and a company that values difference and the innovation that comes from many.